The adoption of environmental strategies in large Colombian businesses

Literature review and theoretical model

presented in the review detailed above. These are the business contexts, the business models and the manager´s perspectives. (See Figure 6. Theoretical Model of ESA and ESA Factors). Institutional Theory Business context

Environmental Environmental Strategies Adoption Strategies Adoption

Manager’s perspective

Manager’s cognitive framework

Business models

RBV

Figure 6. Theoretical Model of ESA and ESA Factors

From the literature on the topic, the author proposes as a general hypothesis that business context, business models and manager’s perspective, under a unified view, influence the adoption of environmental strategies. Thus, a co-occurrence configuration is highlighted between those influencing factors (e.g. business context, business models and manager´s perspective) and the adoption environmental strategies such as green processes, green products and green systems design. Specifically, it is proposed these propositions for the general hypothesis: (i) green processes strategy is triggered by organizational field contexts (i.e. associations and green competitors), dynamic business models and profit-oriented managers; (ii) design of green products is stimulated by green market contexts, dynamic business models and profit-oriented managers; (iii) green systems are promoted by societal needs in conjunction with transformative business models and citizenship oriented managers.

The adoption of environmental strategies in large Colombian businesses

Articles inside

Table 40. Factors for the adoption of environmental strategies

Table 39. ESA and ESA Factors across cases

Table 38. Main ESA factors observed in the case studies

Figure 15. ESA and the ESA factors at the Dairy Company

Table 37. Main environmental strategies observed in the case studies

Table 35. Business model – Dairy Company

Figure 14. ESA and the ESA factors at the Cosmetic Company

Table 36. Manager´s Perspective – Dairy Company

Table 33. ESA –Dairy Company

Table 34. Business Context – Dairy Company

Table 32. Manager´s perspective – Cosmetic Company

Table 30. Business Context – Cosmetic Company

Table 31. Business model – Cosmetic Company

Table 29. ESA – Cosmetic Company

Table 23. Business Model – Oil & Gas Company

Table 25. ESA – Agri-business

Table 27. Business Model – Agri-business

Table 26. Business Context – Agri-business

Table 22. Business Context – Oil & Gas Company

Figure 11. ESA and the ESA factors at the Utility Company

Table 21. ESA – Oil & Gas Company

Table 20. Manager´s Perspective – Utility Company

Table 19. Business Model – Utility Company

Table 18. Business Context – Utility Company

Figure 10. ESA and ESA factors at the Chemical Company

Table 17. ESA – Utility Company

Table 16. Manager´s Perspective – Chemical Company

Table 14. Business Context - Chemical Company

Table 15. Business Model - Chemical Company

Table 13. ESA - Chemical Company

Figure 9. ESA and ESA factors at the Bank

Table 12. Manager´s perspective -Bank

Table 10. Business Context - Bank

Table 8. Selected cases

Table 11. Business Model - Bank

Table 9. ESA - Bank

Table 7. ESA and influencing factors

Figure 8. Data classification

Figure 6. Theoretical Model of ESA and ESA Factors

Table 5 Business models and environmental strategies

Table 4. Business context and Environmental Strategies

Figure 5. Collaborative networks of ESA research

Table 3 Co-occurrence configuration of ESA Factors

Table 2. Typology of environmental strategies used in this research

Figure 3. Co-word clusters in the literature review

Table 6. Manager´s perspective and Environmental Strategies

Figure 2. Distribution of articles in Journals